Two years ago, TechCorp, a mid-size technology services company with over 800 employees in our region, made a decision that raised eyebrows in their industry. They eliminated the four-year degree requirement for all entry-level IT support and helpdesk positions. Instead, they partnered with BridgeWorks to build a hiring pipeline based on skills, certifications, and demonstrated capability.
The results have been remarkable, and they offer a compelling case study for other employers considering similar changes.
The Problem TechCorp Was Trying to Solve
Like many technology employers, TechCorp struggled to fill entry-level positions. Their traditional approach, posting jobs on major boards and screening for candidates with computer science or information technology degrees, produced a narrow pool of applicants. Time-to-fill for helpdesk roles averaged sixty-five days, and first-year turnover hovered around 35 percent.
"We were fishing in the same pond as every other tech company in the region," explains their Director of Talent Acquisition. "And the candidates we were hiring often saw helpdesk as a stepping stone to something better. They were not invested in the work."
Rethinking the Requirements
TechCorp worked with our employer relations team to analyze what their entry-level roles actually required. The findings were instructive. The most successful helpdesk technicians were not necessarily those with the most formal education. They were the ones with strong problem-solving skills, a customer service orientation, and the ability to learn new systems quickly.
Based on this analysis, TechCorp replaced the degree requirement with a set of competency-based criteria. Candidates needed to demonstrate basic technical proficiency, hold at least one industry certification such as CompTIA A+, and pass a practical skills assessment. Prior work experience in any customer-facing role was valued.
The BridgeWorks Pipeline
BridgeWorks became TechCorp's primary source for entry-level candidates. Our technology training track already prepared participants with the technical skills and certifications TechCorp was looking for. We added customized modules based on TechCorp's specific systems and service protocols, so graduates arrived on day one with relevant context.
Over the past two years, TechCorp has hired twenty-three BridgeWorks graduates into entry-level roles. The outcomes speak for themselves. Time-to-fill dropped from sixty-five days to twenty-two. First-year turnover fell from 35 percent to just 12 percent. And employee satisfaction scores for the BridgeWorks cohort have consistently exceeded the company average.
Why It Works
Several factors explain the success. First, BridgeWorks graduates arrive with practical, job-specific training rather than general academic preparation. They are ready to contribute from the start. Second, the wraparound support services that BridgeWorks provides, including career coaching, financial counseling, and peer support, help workers navigate the challenges that can derail early employment.
Third, and perhaps most importantly, the workers TechCorp hired through BridgeWorks brought a level of motivation and commitment that degree-holding candidates often lacked. Many had overcome significant obstacles to reach this point in their careers. They were not using helpdesk as a pit stop. They were building careers.
A Model for Others
TechCorp's experience demonstrates that skills-based hiring is not just a social good. It is a smart business strategy. By broadening their candidate pool and investing in partnerships with workforce development organizations, they reduced costs, improved retention, and built a more diverse team.
We encourage other employers to explore similar approaches. BridgeWorks is available to consult with companies interested in redesigning their entry-level hiring practices. The talent is out there. Sometimes you just need to look in different places.
